February 12, 2007
[Part 4 in a series of 4]
Client satisfaction surveys: Responding to negative feedback and
converting positive feedback into more business
Law Firm Management
By Jeffrey A. Miiller
then identify the next step. Detail how
you plan to resolve the issue(s). Schedule
a date when you will communicate this
plan to your client, then commit to the
deadline.
The final, and most significant, step in
your client satisfaction survey initiative
is to follow up on all survey responses.
Many lawyers who conduct surveys do
nothing with the feedback, and reasons
Regarding negative feedback
vary as to why. Perhaps the servicing partner is uncomfortable about a particular Always respond to negative survey feedcriticism and is not clear how to solve the back first. Here are practical, and approproblem, or maybe the marketing direc- priate, steps to take when following up
tor drops the ball by not managing the on negative feedback.
follow-up.
• Personally call the client within
There is no excuse for not responding to 24 hours: It has more meaning if the
your reconnaissance.
servicing partner calls the client directly
as opposed to another representative of
If you have no intention of responding
the firm making the call.
to both negative and positive feedback,
do not conduct a client satisfaction sur- If the complaint is severe, offer to meet
vey. You must demonstrate that you take with the client at their office to discuss
your client’s preferences and problems and resolve the issue.
seriously.
The idea here is to demonstrate that the
What’s more, survey feedback is an op- client’s satisfaction is of utmost imporportunity to maximize the client relation- tance.
ship through improved service and/or
• Thank the client: Tell the client that
increased profitability.
you appreciate them taking the time to
participate in your survey.
Strategize your follow up
With each completed survey, create an
action plan. Identify and prioritize key
issues: Did the client express an essential
need or concern? Was an issue mentioned
more than once?
When a client repeats a point, it usually
indicates they feel unheard and the issue
needs further discussion.
• Clarify their perceptions: Survey
responses may not reveal the whole story
or give you a clear understanding of the
problem. Now is your chance to say
to the client, “Tell me more. Can you
elaborate?” Encourage the client to be
candid.
Clarity will improve your ability to solve
problems with effective solutions.
Do any of the survey comments need
clarification? Only when you fully under- • Apologize and make an offer to
stand what the client is saying can you recompense: An apology without an offer
to make up for
it may not be
enough. Make
amends.
Consider the
law firm that
made a substantial error
on a matter.
They offered to
deduct 10 percent off the fee for the next matter. The
shareholders came up with this figure as
a result of asking themselves, “What is it
worth to us to keep this client?”
• Negotiate with the client how you
plan to repair the problem: Be specific
about your objective. Get buy-in from
the client so they leave the conversation
with a clear understanding of what will
happen next.
Negotiation not only shows that you have
given your client’s feedback considerable
thought, but demonstrates flexibility on
your part and reinforces the image of an
equal partnership.
• Communicate any client service
changes to your team: If the client has
interaction with several members of
your firm, make sure that everyone
understands the changes being made and
see that they commit to them.
• Schedule a follow-up survey: Confirm
the problem has been solved, or if you
need to keep working on it. A follow up
survey demonstrates your sincerity and
helps to insure the changes that have
been installed are effective.
The length of time to wait before doing a
follow-up survey will depend on several
factors, including how much interaction
you have with the client; how easy it is
to solve the problem; and how quickly
you are confident the problem has been
solved.
Clients’ issues
Regardless of the issue, each comment
of dissatisfaction must be addressed with
empathy and a clear explanation as to
how you will repair the problem.
What follows are commonly exposed issues and practical strategies to deal with
them.
• Responsiveness: This is the most
frequent issue of dissatisfaction. Attorneys
are notorious for not returning phone
calls and emails promptly.
Follow-up actions — Clarify what the client’s expectations are, then communicate
how you will improve responsiveness.
Be specific. For example, “I will return
your call by five o’clock the same day. If
I’m not available, my secretary will call
you and give a number where you can
reach me or schedule an appointment for
the following morning. Will that work
for you?”
Get their buy in, and make sure your
team understands and commits to these
changes.
• Billing: Sometimes a client is unable
to understand the bills, or they feel there
are inaccuracies or overcharges.
Follow-up actions — Meet with your client’s key decision makers to discuss their
short and long-term goals and how you
can help the client achieve them. A client may be unaware that your firm could
provide additional services.
cess. Here is how.
sue and determine what options are available. Perhaps you can introduce another
partner or staff who can serve the client.
If you are in a small firm and you do not
have that option, you need to change the
behavior. If you do not change the behavior, the client may leave.
Of course, what we really hope for is that
they will say, “You know what, I know
some people you should meet. Let me set
it up.” Then it is your job to follow up
and make sure the introduction happens.
• Personally call the client within one
week: The servicing partner should call
the client personally to thank them for
taking the time to do the survey, and to
let them know how pleased you are with
Further interaction gives you the oppor- their feedback.
tunity to prove your understanding of
This call not only reminds them of their
their needs.
satisfaction, but also gives an opportunity
• Understanding a client’s industry to discuss how the relationship may be
— An attorney who prided himself on expanded.
being extremely knowledgeable about
• Ask the client to be a reference: One
the manufacturing industry did surveys
month later, call the client again. Remind
and got low marks from his clients about
them of their positive survey feedback
his industry knowledge. The attorney,
and ask if they would act as a reference.
who was shocked to hear this, clearly
This is a reasonable and appropriate next
needed to demonstrate a higher level of
step.
expertise.
Also, ask if they would provide a testimoFollow-up actions — Do seminars for the
nial. Happy clients are usually happy to
industry’s trade organizations and publish
oblige.
articles in industry trade journals.
• Ask for an introduction: A month
Also, become active in the trade organizaor two later, ask the client if he would
tions of that industry and take a leaderintroduce you to one of his contacts. If
ship role.
you are uncomfortable asking for an
• Complaint about a staff person / introduction, ask for guidance on how
partner: Clarify the reason(s) for the you might reach out and meet new people
client’s dissatisfaction. Find out if it is and be more effective in building your
based on one incident or an ongoing practice. Your client is a businessperson,
personality conflict.
like you. It stands to reason that they
would
have advice.
Follow-up actions — Acknowledge the is-
These follow up strategies for both negative and positive survey feedback work
because each step is practical and honorRegarding positive feedback
Follow-up actions — Review the bill in deable. The bottom line is this: If you are
tail with the client. Talking about the bill When coaching attorneys on business de- clear about your strategy and organized
is an opportunity to remind the client of velopment, the importance of leveraging in your implementation of client satisfacthe value they are receiving.
existing relationships to expand their net- tion surveys, you will have much greater
work of contacts can’t be stressed enough. success in strengthening client loyalty
Offer a periodic status report on all activiAlthough lawyers see the logic, many are and building your book of business.
ties, fees and potential increases in fees. In
uncomfortable asking clients for referrals,
other words, do a better job of managing
and some feel it is presumptuous. Others Jeffrey Miiller is a consultant with Kohn
you client’s expectations regarding the
Communications. The firm coaches hundreds
simply don’t know how to bring it up.
bills.
of lawyers across the country each month,
The fact is glowing feedback from a client via telephone, in rainmaking and client
• Understanding clients’ goals: A client
satisfaction survey sets the stage to ap- relations. He can be reached at (310) 652may feel their attorney is not up-to-speed
propriately ask for referrals. You can turn 1442 or at www.kohncommunications.com.
on their business needs and/or their
positive client survey feedback into more
company’s goals.
business using a practical three-step pro-